Disciplined Agile Flashcards
Scrum scaled Patterns
LeSS, SAFe®, Nexus®, or Scrum at Scale
Sailboat Retrospective
Anchors holding us back,
Rocks and storms
Wind in our sails that will propel us to success
Things holding us back
Product development is complex.
Agile industrial complex (AIC)
Agile growth greatly exceeded the supply of experienced coaches.
False promises.
More silver bullets.
Process populism
Why should team choose WoW (Way Of Working)
Context counts
Choice is good
We should optimize flow.
We want to be awesome.
Tool kit in your daily work to be more effective in achieving your desired outcomes
Contextualized process reference
Guided continuous improvement (GCI)
Process-tailoring workshops
Enhanced retrospectives
Enhanced coaching
Conceptualized Process Reference - 3 Levels
Life Cycle
Process Goals
Practices Strategies
Six Different Life Cycles
Agile
Continuous Delivery Agile
Exploratory
Lean Continupus Delivery Lean
Program
4 Levels of Disciplined Agile Tool Kit
Foundation
Disciplined Devops
Value stream
Disciplined Agile Enterprise
PDSA/PDCA
Plan Do Study Act/Plan Do Check Act
OODA (U.S. Air Force Colonel John Boyd’s)
Observe Orient Decide Act
Process Tailoring workshop vs Retrospective
The purpose of process-tailoring workshops is to get your team going in the right direction, whereas the purpose of retrospectives is to identify potential adjustments to that process.
Timeline for processing tailoring and improvement in the team
Visualize
Stabilize
Optimize
Agile Manifesto
- Individuals and interactions over processes and tools
- Working software over comprehensive documentation
- Customer collaboration over contract negotiation
- Responding to change over following a plan
12 Principles behind Agile Manifesto
- Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
- Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
- Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
- Business people and developers must work together daily throughout the project.
- Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
- The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
- Working software is the primary measure of progress.
- Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
- Continuous attention to technical excellence and good design enhances agility.
- Simplicity—the art of maximizing the amount of work not done—is essential.
- The best architectures, requirements, and designs emerge from self-organizing teams.
- At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Lean Principles
- Eliminate waste
- Build Quality In
- Create knowledge
- Defer commitment
- Delivery quickly
- Respect people
- Optimize the whole.
Discipline Agile Mindset - Principles
- Delight customer
- Be Awesome
- Context counts
- Be Pragmatic
- Choice is good.
- Optimize flow
- Organize around product/services
- Enterprise awareness
Principle - be Awesome
- Act in such a way that we earn the respect and trust of our colleagues
- Willingly collaborate with others
- Be an active learner
- Seek to never let the team down
5.We need to be willing to improve and manage our emotional responses to difficult situations
Optimize Flow - Strategy
- Optimize the whole
- Measure what counts
- Deliver small batches of work continuously at a sustainable pace.
- Attend to delays by managing queues.
- Improve continuously
- Prefer long-lived dedicated product teams.
DA Mindset Promises
- Create psychological safety and embrace diversity.
- Accelerate value realization.
- Collaborate proactively.
- Make all work and workflow visible.
- Improve predictability.
- Keep workloads within capacity.
- Improve continuously.
Strategies to improve predictability
- Pay down technical debt
- Respect work in process limits.
- Adopt test first approach
- Reduce feedback cycles
Ways to keep workload within capacity
- Working on small batches
- Having properly formed teams
- Take a flow perspective.
- Use a pull system.
Guideline for DA mindset
- Validate our learnings.
- Apply design thinking.
- Attend to relationships through the value stream.
- Create effective environments that foster joy.
- Change culture by improving the system.
- Create semi-autonomous, self-organizing teams.
- Adopt measures to improve outcomes.
- Leverage and enhance organizational assets.
Hueristics for deciding on approach for metrics.
. Start with outcomes.
- Measure what is directly related to delivering value.
- There is no “one way” to measure; teams need fit-for-purpose metrics.
- Every metric has strengths and weaknesses.
- Use metrics to motivate, not to compare.
- We get what we measure.
- Teams use metrics to self-organize.
- Measure outcomes at the team level.
- Each team needs a unique set of metrics.
- Measure to improve; we need to measure our pain so we can see our gain.
- Have common metric categories across teams, not common metrics.
- Trust but verify.
- Don’t manage to the metrics.
- Automate wherever possible so as to make the metrics ungameable.
- Prefer trends over scalars.
- Prefer leading over trailing metrics.
- Prefer pull over push.
Two type of “Agility At Scale”
Tactical
Strategic
